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1 Strategies and Tactics for Establishing A Culture of Quality and Continuous Improvement for A 'Greenfield' Factory

Specially prepared by Don A. Blake For APICS Chapter 71, September 9, 2014

Strategies and Tactics for Establishing A Culture of Quality and Continuous

Improvement for A 'Greenfield' Factory



Don A. Blake • Graduated Iowa State University in 1976 with B.A. in Pol. Sci./PreLaw. M.B.A.

from Wichita State University in 2004; Summa Cum Laude, Beta Gamma Sigma. Began aerospace career with Boeing Military Airplane Co. in 1980. Held various positions; Methods Engineer, Programmer Analyst, TQM Facilitator, MIS Manager, Internal Auditor, Lean Manufacturing Implementation Manager, Director of Quality Inspection/Lean Manufacturing.

• In 2005, Boeing Co. Wichita Division was sold to ONEX, one of 50+ named executives chartered with the deal. While with Spirit was Director of Industrial Cooperation, Director of Strategic Initiatives, Director of Tulsa 737,747,777 Production, Inventory Management and Lean Enterprise. Retired 2014 as Director of Business Management and Sites Services for Spirit AeroSystems at Kinston, NC facility.

• Special training and experience include APICS CPIM, ASQ CQIA, TQM, TPS, Six Sigma. In 1996, one of only 3 people in Boeing company selected in1996 to received Boeing Production System Specialist training from former Toyota managers and staff. Major achievements include successful implementation of MRPII, implementation of Lean Production at multiple sites, search/negotiation/closing of multi-million dollar incentives for 'Greenfield' factory startups.



This presentation and discussion will cover the strategies, approaches, and curriculum developed and used at the Spirit AeroSystems Kinston North Carolina manufacturing facility during my tenure as the:

• Operational Efficiency/Productivity Director (2009-2011) for the Spirit AeroSystems Wing Segment

• Spirit AeroSystems Kinston site, Director of Quality and Site Services from 2011 thru my recent retirement in June 2014.

Although the site is still relatively new, there are several significant results already which will later manifest in high productivity, lower overhead, and fast cycle times.



• Site History and Overview

Search and negotiation (2006 -2008) Spirit NC Overview (Triangle BABNC Econ. Dev. Forum May 22, 2013)

• Strategy, Tactics and Results

NCBU Master Plan (2010 -2012)

Four Facets Building A Solid Foundation for Excellence

Implementation (2010-2012)

Phase I – Awareness Phase II – Leadership Phase III – Enhancing Capabilities / Methods, Techniques, & Tools

Results (Mid 2012 Status)

Education and Training Assessments

Spirit AeroSystems, Inc. North Carolina Business Unit

Triangle BABNC Economic Development Forum

Spirit AeroSystems North Carolina Operations

The Idea.. The Process.. The Deal.. The Result


Site History

Q2 2012 First A350 Section 15 Delivery to FAL First G280 Rear Spar Delivery

May 14 Spirit and Airbus announce agreement for Spirit to produce S15 of the A350 XWB.

Simultaneously, Spirit and NC GTP announce agreement to construct manufacturing facilities to produce A350 fuselage panels.

September 15 Groundbreaking for Spirit’s first building designed to produce Airbus A350 fuselage panels and A350 Lead Edge Spars

July 1 Grand opening and official start of production for A350 fuselage panels and Leading Edge Spars

April 15 Partial Building Occupancy

December 9 First A350 Spar Shipment

Q2 2011 NC Engineering Established

October 24 First A350 Section 15 Shipment July 17

Spirit and Airbus announce agreement for Spirit to produce FLE and Fwd Spar of the A350.

2008 2009 2010 2011 2012

2008 2009 2010 2011 2012

Q1 2012 First A350 Section 15 Delivery

Q4 2012 First G280 Flap Delivery

2013

2013

Q2 2013 A350 First Flight

Q1 2013 400+ Direct Employees in Kinston 10th A350 Wing Spars Shipped 10th Section 15 Panels Shipped


May 2008

July 2010

Future Expansion

Site History

2011-2012

Lease and Upfit for Gulfstream


North Carolina Business Unit Work Packages

Airbus A350XWB

Gulfstream G280


“And even more important than the facility and tools, we are pleased with the quality of students…It is obvious to us that LCC has a ‘better’ selection process than other schools. The students actually have a desire to learn, have great attitudes, treat the facility and personnel with respect, have excellent attendance, and maintain high grades.”

“The AMR Instructor Guides and Learner Guides that are being developed are superior to all of the materials we have used in the past.”

“Tooling is another area that sets LCC apart from most other training facilities. Most schools use an oven for curing composites; however, LCC invested in an autoclave. We realize this is an extremely expensive piece of machinery to use for training; however, LCC’s goal of ‘properly’ preparing people for the aerospace industry mandated this purchase.”

Spirit Composite Center of Excellence

http://www.lenoircc.edu/


Spirit A350 Facility


Spirit AeroSystems

North Carolina Business Unit



North Carolina Business Unit

Lean Production and Continuous Improvement

Master Plan

2010 – 2012

(Status Date: 6/22/2012)


Specially prepared by Don A. Blake For APICS Chapter 71, September 9, 2014 14

North Carolina Business Unit master plan for Lean Production and Continuous Improvement has four facets: • Policy – Renewed management commitment and a long term strategy for value

stream efficiency and productivity.

• People – Awareness about company objectives and plans, leadership in deploying Lean concepts and techniques, and enhancing capabilities in using the methods and tools.

• Processes – Establishment of metrics/early indicators of process capability and

health. Establishment of Takt and Flow focused production, Standard Work and First Pass Quality (FPQ).

• Partnerships – More emphasis and activities designed to engage and collaborate with employees, customers and suppliers to improve overall value chain lead times, product quality, and quality of work-life.

Building A Solid Foundation For Excellence



A multi-pronged approach for culture and immediate harvesting of opportunities in Quality, Cost, and Delivery.

• Four Facets of NCBU Implementation

Policy Cost, Cycle Time and Quality (CCQ) Linkage to Business Planning Incorporated into Performance Reporting

People Awareness Leadership In Lean Methods, Tools, and Techniques

Processes Metrics Standard Work Best Practices

Partnerships

Lean Engagements and Collaboration



SPS House



Quality & Performance Focused Team Based Culture

Defect Free

Building A Solid Foundation For Excellence (Steps to Achieving the Goals)

Rapid Response/Resolution (RCCA / DMAIC)

Team Based Problem Solving (AIWs / 3P / Blitzes / Moonshine)

Awareness/Education (SPS Basics / Lean Academies)

Work Place Organization (6S / Flow / Point of Use / Kitting)

Standard Work/Operations (TAKT / Sequence / SWIP / Rules)

Defect Prevention (MVP / Mistake-Proofing / FPY)

100% Customer

Satisfaction

SQCDT Performance

Rate Readiness

Service/ Customer

Ready

Visual Control (Andon / MBWA)

Strategically Placed Inventory

(Buffers / WIP)

Flexible Labor (Multi-skilled / Multi-process)

Withdrawal & Replenishment

(Kanban / Pull)

Leveled Production (Leveling / Balancing)

Predictability &Reliability

(SPC / TPM)

Lean Maturity depends on a foundation of capable people and capable processes.








Partnerships




Policy – Renewed management commitment and a long term

strategy for value stream efficiency and productivity.

Step Objectives Action Plan Document and Assess Macro Value

Stream Conditions

o For Engineering, Supply Chain

Management, and Manufacturing

o Establish baselines for Cycle Time,

Work-In-Process, and Cost of Quality

Understand and confirm:

the value streams,

where the leverage is, and

where the opportunities are.

Start at end of stream:

Create end item views,

Use mini workshops, &

Involve all functions

Develop Short Range, Mid Range and

Long Range Target Conditions

o Short Range (by June 2012)

o Mid Range (by December 2012)

o Long Range (by December 2013)

A road map with goals that are:

Specific,

Measurable,

Achievable,

Realistic, and

Time-based

Set progressive targets & align

to:

Capacity needs,

Cost goals, and

Challenge goals.

Execute Improvement Plans

o Communicate strategic intent and goals

to all employees

o Identify champions at every level

o Utilize rapid improvement methods for

low hanging fruit

o Incorporate Production Preparation

Process (3P) methods into product and

process development

Put improvements in play as

soon as possible:

Get low hanging fruit,

Build foundation for future

improvements, and

Create momentum.

Engage and focus resources:

Process owners,

Support organizations,

Suppliers, and

Leadership team

Incorporate Target Conditions Into

Monthly Performance Review o Measure and report key metrics

Cycle Times, Work-In-Process,

Through-put, First Pass Yield

o Communicate progress to all employees

on a regular basis (Weekly / Monthly /

Quarterly)

Communicate up and down

organization the importance of

achieving goals.

Emphasize and closely track:

Progress,

Issues, and

Successes.

Use Current & Target Condition

views to:

Show progress and trends,

Areas of focus, and

Overall system impacts.

Review / Refresh Plans & Target

Conditions Quarterly and As Goals

Are Met

Plans and goals that are:

Flexible, and

Adaptable.

Review Plans and Targets:

As goals are met or changed,

and

As part of Quarterly review

process

• In conjunction with company goals

and objectives NCBU uses Cost,

Cycle Time and Quality (CCQ) as its

primary metric set for achieving

Functional Excellence.

• The CCQ approach establishes the

baselines and the target conditions for

each of the product lines.

• A tactical road map for improvement for

each product line is developed and

aligned with internal and external goals.

• CCQ is intended to be used in all

processes and products as they transition

from development to production.








Partnerships




People – Awareness about company objectives and plans, leadership in

deploying Lean concepts and techniques, and enhancing capabilities in

using the methods and tools.

• All employees need to be aware of our

business objectives and that “Lean”

principles, behaviors, and methods are our

approach for meeting those objectives.

• Leadership in “Lean” in management and non

management ranks.

• Lean Principles, methods, tools and

techniques will be formally and informally

deployed via classroom, seminar and

workshops.

• Expanding expertise in Lean Principles is beneficial to the

employee by creating development opportunities and

exposure to various aspects of the organization.








Partnerships




Processes – Establishment of metrics/early indicators of process capability

and health. Establishment of Takt and Flow focused production, Standard

Work and First Pass Quality (FPQ).

• Efficiency and productivity is most often

measured by direct costs, on time delivery and

cost of quality.

• All processes in production shops and in

supporting functions will be measured and

monitored via cost, cycle time and quality

metrics localized and augmented to the

specific area of focus and nature of work.

• Robust, predictable, stable production and

business support processes are critical

• Change Management

• Logistical Support / Control of Material

• Other processes as identified by stakeholders and

leaders

• As Standard Work is established, best

practices will be documented and

implemented across the business.

• Total Unit Costs • Material

• Labor

• Overhead

• Cycle Time • Lead Time

• Queue Time

• Changeover

• Run Time

• Transport

• Cost of Quality • First Pass Yield

• Scrap

• Rework

• Repair

• Escapes

• Inventory • Raw Material (Stock, standards, and consumables)

• Work In Process (Semi-finished)

• Finished Goods








Partnerships




Partnerships – More emphasis and activities designed to engage and

collaborate with employees, customers and suppliers to improve overall

value chain lead times, product quality, and quality of work-life.

• Extending the techniques and harvesting the benefits across

the entire value stream are the end goals.

• Made possible by engaging and collaborating with all

stakeholders

• First within our own four walls, second with our customers

and third, back into the supply chain.

• Associates and contractors

• Customers

• Strategic Partner Suppliers

• Other Suppliers



Phase I – Awareness

Communicate vision and intent. Educate and train all employees in the philosophy, methods,

tools, and techniques which establish and maintain Lean Production behaviors and practices.

Education and Training – Wave I

Intro to Lean Manufacturing/Production 4 hour overview of

concepts, methods,

tools and techniques.

Intent is to have all employees

participate as a way of level setting

everyone’s knowledge and

vocabulary.

Work Place Organization through 5S/6S 1 hour Learn-Do and

mini workshop.

Intent is to introduce and kickoff Spirit

approach to 5S and NCBU

incorporation of Safety as the sixth ‘S’

of daily management.

Value Stream Mapping & Analysis 2 hour Learn-Do and

mini workshop(s)

Intent is provide knowledge and tools

for documenting the Macro level value

streams which becoming road maps

for improvement.

Root Cause Corrective Action 8 hour course

provides proven

method to improve

root cause analysis.

Interactive class provides a

systematic approach to effectively

identify cause chains allowing

students to eliminate the sources of

nonconformance and implement

effective preventive actions.



Phase II – Leadership In Lean

Educate and train all employees in the philosophy, methods, tools, and techniques which establish

and maintain Lean Production behaviors and practices. Leadership in deploying Lean concepts

and techniques, and enhancing capabilities in using the methods and tools.

Education and Training – Wave II

Spirit Production System Basics 8 hour overview of

concepts of Lean Mfg

practices and

Principles.

Overarching principles, SPS Basic

Foundation, Waste Elimination, Quality,

Flow, Basic fundamentals, Mfg practices

and Techniques, Bias for Quality-Personal

Warranty, Mistake Proofing

Process Improvement Event Repository

(PIER)

2 hour overview of

methods & information

needed to enter an

event into the

repository. Who should

enter events in PIER.

When to enter events

in PIER.

Registering and tracking quality

improvement efforts. How to request a

consultant. How to store and view files in

pier. How to edit events in pier

How to store savings in PIER. How to

close and cancel events in PIER. Roles

and responsibilities.

Lean Coach/Master Coach Certification

6-12 month training

and self study

curriculum.

Intent is to first recognize credentials for

coaching and consulting which already

are in the team. To also identify and

develop embedded coaches within

functions and processes whereby Lean/CI

experts exist at every level in all

organizations.



Phase III – Enhancing Capabilities / Methods, Techniques, and Tools

Lean Principles, methods, tools and techniques will be formally and informally deployed via

classroom, seminar and workshops. Baselines / targets developed at value chain and function.

Scheduling and conducting events for chronic problems and low-hanging fruit.

Assess and Target – Wave I Action Plan Deliverable(s)

Capture current conditions at value stream and

functional levels

• Develop baseline VSMs for each end item Train and conduct VSM

workshops using 2-3

half days

Macro VSMs for A350 Spar, A350 Sec 15,

G280, and G650

• Record baselines for Lean Maturity Conduct baseline

assessments using

Lean Assessment tool

Baselines for A350 Spar, A350 Sec 15,

G280, and G650 product lines and key

functions

Identify gaps and create Target Conditions and

Timelines

• Value Stream SQCDT metrics Conduct VSM targeting

workshops using 1-2

half days

Target Conditions for A350 Spar, A350

Sec 15, G280, and G650

• Lean Maturity Conduct targeting

workshops using

Baselines for A350 Spar, A350 Sec 15,

G280, and G650 product lines and key

functions

Plan and Schedule Lean/Process Management

Events

Functions develop

event targets and

plans.

Combination of IPT projects, improvement

workshops, and one blitzs



Phase I – Awareness / Phase II – Leadership In Lean

Communicate vision and intent. Educate and train all employees in the philosophy, methods,

tools, and techniques which establish and maintain Lean Production behaviors and practices.

Dec-11

Jan-12

Feb-12

Mar-12

Apr-12

May-12

Jun-12

Jul-12

Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Intro to Lean Remaining 75 75 76 73 62 74 75

Intro to Lean Completed 196 196 198 198 204 197 229

Percent Complete 72% 72% 72% 73% 77% 73% 75%

Goal 60% 70% 75% 75% 75% 80% 90% 95% 100% 100% 100% 100% 100%

72% 72% 72% 73%77%

73%75%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

50

100

150

200

250

300

350

NCBUIntro to Lean

Dec-11

Jan-12

Feb-12

Mar-12

Apr-12

May-12

Jun-12

Jul-12Aug-

12Sep-12

Oct-12

Nov-12

Dec-12

SPS Basics Remaining 236 236 239 236 231 221

SPS Basic Completed 35 35 35 35 35 54

Percent Complete 13% 13% 13% 13% 13% 20%

Goal 5% 10% 10% 15% 15% 15% 20% 20% 25% 30% 30% 30% 30%

13% 13% 13% 13% 13%

20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

50

100

150

200

250

300

NCBUSPSBasics

Dec-11

Jan-12Feb-12

Mar-12

Apr-12

May-12

Jun-12

Jul-12Aug-

12Sep-12

Oct-12

Nov-12

Dec-12

MVP Remaining 0 0 0 20 20 20 30 30 30 40 40 40 40

MVP Completed 20 20 20

Goal 20 20 20 20 20 20 30 30 30 40 40 40 40

Percent Complete 100% 100% 100%

100% 100% 100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

5

10

15

20

25

30

35

40

45

NCBU

MVP 12hr

Dec-11

Jan-12

Feb-12

Mar-12

Apr-12

May-12

Jun-12

Jul-12

Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

RCCA Remaining 236 236 244 244 244 245 245

RCCA Completed 35 35 30 30 30 29 29

Percent Complete 13% 13% 11% 11% 11% 11% 11%

Goal 5% 10% 10% 10% 15% 15% 20% 20% 25% 25% 30% 30% 30%

13% 13% 11% 11% 11% 11% 11%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

50

100

150

200

250

300

NCBURCCA



ID Value Chain / Function / Process Event Team Leader Start End Status

1 ATK QN Reduction Workshop One Day QA Sr. Manager 2/21/12 2/12/12

2 A350 Concession Process Multi-Day AIW Engineering Mgr. 2/27/12 3/1/12

3 Production Preparation Process

(3P) for the G280 work transfer Multi-Day AIW Ops. Sr. Manager 2/27/12 3/2/12

4 Cycle Time Reduction –

Dimensional Measurement Multi-Day AIW Dim. Mmt. Mgr. 2/27/12 3/1/12

5 Material Handling (See ID 17, 18 &

19) Multi-Day AIW

Tooling & Ops.

Mgrs. 3/5/12 3/9/12

6 QA Metrics Data/Format Multi-Day AIW QA Manager Mar Mar

7 Receiving Insp. Cycle Time Multi-Day AIW QA Lead Mar Mar

8 QN-eConc.-Dispo. (1-3day) Multi-Day AIW QA Lead & QA

Manager April April

CI/Lean Maturity

Event Planner

Status Key

Proposed

Committed

Pre-Event Planning

In-Process

Complete



Lean Coach/Master Coach Development

• Former BPS Promotion Office Members with Master Coach training/experience • Tom Greenwood (also completed Six Sigma Greenbelt training under Carolyn Van Der Veen)

• Dennis Watson

• Curtis Welch

• Candidates with training/certifications brought with them from other

companies/schools

• Carol Bell

• Christopher Carr

• Monica Edwards

• Rebecca Gorman

• Jack Happel

• Harry Kagel

• Candidates identified to pursue Lean Coach certification

• Daniel Kittrell

• David Lee

• Yesenia Morales-Perez

• Kim Morse

• Connie Owens

• Rick Palmer

• Richard (Stacey) Hale

• Harry Kagel

• Kim Morse

• Curtis Rupke

• Regina Parnell

• Curtis Rupke

• Taylor Sayonh

• Andrew Smith

• Alecia Wenner



Quality & Performance Focused Team Based Culture

Defect Free


Rapid Response/Resolution (RCCA / DMAIC)

Team Based Problem Solving (AIWs / 3P / Blitzes / Moonshine)

Awareness/Education (SPS Basics / Lean Academies)

Work Place Organization (6S / Flow / Point of Use / Kitting)

Standard Work/Operations (TAKT / Sequence / SWIP / Rules)

Defect Prevention (MVP / Mistake-Proofing / FPY)

100% Customer

Satisfaction

SQCDT Performance

Rate Readiness

Service/ Customer

Ready

Visual Control (Andon / MBWA)


(Buffers / WIP)

Flexible Labor (Multi-skilled / Multi-process)


(Kanban / Pull)

Leveled Production (Leveling / Balancing)

Predictability &Reliability

(SPC / TPM)

Lean Maturity depends on a foundation of capable people and capable processes.




A.Max Score %

B.Max Score %

C.Max Score %

D.Max Score %

E.Max Score %

20

Team Based Problem Solving

Rapid Response & Resolution

35

10 40

20 25

5020

Standard Work/Operations

Work Place Organization

1.1-1.4

10

ScoreThe level of maturity and development of efficient and effective 'Design of

Work' or 'Work Methods'. This not only includes the proper work elements

but also how they have been designed and ordered to meet TAKT time and

achieve uninterrupted flow.

The organizational commitment and execution of plans and initiatives to

create awareness and practical knowledge of continuous improvement/lean

concepts, methods, tools, and techniques.

The organizational capability to solve issues and problems through the

synergy of teams and through the use of standard continous improvement

methods and tools.

The organizations system and ability to alert management and support team

members to abnormalities in their processes. Problems need to be quickly

recognized and the mitigation and preventive solutions initiated.

Score

7

Score

7

1.1-1.4 The organizations level of maturity in implementing and most importantly

sustaining a safe, orderly, and harmonious work environment for all

employees.

Score

5

1.1-1.4

1.1-1.2 Score

4

Lean Maturity Assessment Tool & Workbook

Version 03b - January 3, 2012

Assessment Information Master

1.1-1.3

Telephone No.

(252) 775-4678

Site/Area:

Name

Curtis Rupke

Area Manager(s):

EMAIL

[email protected]

NCBU IT Group

15 47

Awareness & Education

F.Max Score %

G.Max Score %

H.Max Score %

I.Max Score %

J.Max Score %

K.Max Score %

L.Max Score %


4010

6010

4010

70

010

7

The organizations use of scientific methods and basic techniques for

achieving maximum availability and uptime for critical processes, equipment,

and machines.

Score

5

The production system policies, design, and practices for achieving one of

the key enablers for Flow Production. Leveling the demand and balancing

the work content are essential elements of work design that are needed to

achieve and maintain flow.

Score

0

Predictability & Reliability

Leveled Production

7010

10

Flexible Labor

Visual Control

10 50


The design, policies, and methods for getting materials and information to

workers when they need them, in the quantities they need them, while

minimizing waste from excess materials, non-value added

movement/transport, and redundant activities.

Score

7

Lean Maturity Assessment Tool & Workbook

Version 03b - January 3, 2012

Assessment Information Master

Site/Area:

Score

1.1-1.2

4

The design of the production system and level of discipline the employees

and managers are practicing in order to defend against lead time variation,

quality issues, and other types of disruptions which occur can destroy flow

and create delays.

Score

6

The production systems design and ability to prevent defective products from

being produced. If and when defects do occur a highly mature system

immediately engages a robust root cause analysis and containment process

in rapid fashion.

Score

1.1-1.2

Defect Prevention

NCBU IT Group

1.1-1.2

1.1-1.2

1.1-1.2

1.1-1.2

1.1-1.2

The design of the production system and its ability to coomunicate normal

and abnormal conditions to employees and managers. The idea is for the

system to continuously provide feedback and status of the production lines

and support systems.

Score

4

The organizations methods and disciplines for simplifying work content, with

complementary training for workers so one worker can easily be substituted

for another. And movement of workers based on changes in demand can

easily be done.

0

5

10

15

20

Awareness & Education

Team Based Problem

Solving

Rapid Response &

Resolution

Workplace Organization

Defect Prevention

Strategically Placed

Inventory

Visual Control

Flexible Labor

Predicability & Reliability

Leveled Production

Withdrawal &

Replenish…

Ideal

Feb Baseline

Mid Range Target



Thank you for your attention!

Questions?



Step Objectives Action Plan

Document and Assess Macro Value Stream

Conditions

o For Engineering, Supply Chain Management,

and Manufacturing

o Establish baselines for Cycle Time, Work-In-

Process, and Cost of Quality

Understand and confirm:

the value streams,

where the leverage is, and

where the opportunities are

Start at end of stream:

Create end item views,

Use mini workshops, &

Involve all functions

Develop Short Range, Mid Range and Long

Range Target Conditions

o Short Range (by June 2012)

o Mid Range (by December 2012)

o Long Range (by December 2013)

A road map with goals that are:

Specific,

Measurable,

Achievable,

Realistic, and

Time-based

Set progressive targets & align to:

Capacity needs,

Cost goals, and

Challenge goals

Execute Improvement Plans

o Communicate strategic intent and goals to all

employees

o Identify champions at every level

o Utilize rapid improvement methods for low

hanging fruit

o Incorporate Production Preparation Process

(3P) methods into product and process

development

Put improvements in play as

soon as possible:

Get low hanging fruit,

Build foundation for future

improvements, and

Create momentum

Engage and focus resources:

Process owners,

Support organizations,

Suppliers, and

Leadership team

Incorporate Target Conditions Into

Monthly Performance Review

o Measure and report key metrics

Cycle Times, Work-In-Process, Through-

put, First Pass Yield

o Communicate progress to all employees on a

regular basis (Weekly / Monthly / Quarterly)

Communicate up and down

organization the importance of

achieving goals.

Emphasize and closely track:

Progress,

Issues, and

Successes

Use Current & Target Condition

views to:

Show progress and trends,

Areas of focus, and

Overall system impacts

Review / Refresh Plans & Target

Conditions Quarterly and As Goals Are

Met

Plans and goals that are:

Flexible, and

Adaptable

Review Plans and Targets:

As goals are met or changed, and

As part of Quarterly review

process

Pla

n

Do

C

hec

k

Act

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